February 18, 2005
Stakeholder Analysis
Professor Eisen compared the SST organization and its environment to a kind of “social ecology.” In order to thrive it must adapt to changes – financial, political, technological, etc. We must monitor these changes and trends, and adapt what we do as a School in order to keep the organization healthy and well fed. This is an essential component of strategic planning.
Who are the School's stakeholders? Who are those within SSU or the community who care a lot about this School? Whom do we exchange sources or information with in order to maintain the health of SST?
Stakeholder Analysis
|
Stakeholders |
Give SST |
SST Gives Them |
| Students | Purpose, Money | Life skills, diplomas |
| Alumni | Money, Feedback, Exposure | Pride, Employees/Internships, Network |
| High Schools & JCs | Students, Networks, Goals & Standards | Teachers, Continuing Education, Outreach Programs |
| Parents | Students, Money, Worries/Feedback, Reality Check (both ways) | Educated children |
| K-12 Schools | Potential students, Field placements, Research and Grant opportunities, Prepared or Unprepared students, Educational Opportunities | Teachers, Expertise, Role models (EYH), Expectations & goal clarity, Advanced Placement classes, Lecture Series |
| Tax Payers | Revenue, Expectations, Infrastructure | Educated citizens, tax base, resources, information, facilities |
| Global Society | Employees, Research topics and needed research, collaboration projects, cultural diversity | Expertise, Information, Access to local region, knowledge & engaged citizens |
| Post-Bac Programs | Goals for students & faculty, legitimacy, income via self support, access to research facilities | Qualified students, collaboration in research, cheap labor |
| Administration | Infrastructure support, expectations, network, feedback, external prospective, administrative support, student recruiting, secure resources, overhead, rules | Indirect costs, prestige, graduates, FTES, effort and energy |
| Statewide CSU | Negotiate rate of per student fee, MOU, politics, salaries & compensation, money for buildings, networking framework, mandates (eg Peoplesoft), glue for maintaining order and harmony statewide | SSU prestigious school, contribution to purpose, years of productive live and work, tools for politicking |
| Local Community | Feedback, Job network & loyalty, Quality of Life, Equipment and money donations, access to suppliers, exchange of information, temporary faculty, support staff | Professional skills, employees, trained students, intellectual resources and events |
| News Media | Publicity, Information outlet | News worthy information, expert speakers and interviewees |
| Industry | Donations of cash and in-kind, students, research and intern opportunities, part-time faculty and volunteers, cutting edge of current needs and research, consulting opportunities | Skilled workforce, Collaboration, Continuing education, access to facilities, new ideas, free labor, opportunities for giving, consulting |
| Granting Agencies | Prestige, resources, release time, motivation to do research, support educational mission, bend limitations, validation of ideas, curriculum, indirect costs (IDC) | Data from research, Publicity, Ability to generate more research, purpose, improve quality, reviewers |
| Other Collaborative Institutions | Facilities, intellectual stimulation, other opportunities | Expertise, students, reciprocal experience |
| Employers | Assessment feedback | Trained employees, references |
| Faculty and Staff | Prestige for good teaching, energy, effort, drive, character, personal responsiveness, representation on & off campus to the community, expertise | Social community, pride, framework, evaluation |
